friday

our project - justifying the introduction of a machine on one of their tracks. can't reveal too much more, except that we're dealing with over millions of pounds here!

finally finished off my project at perkins - it is going to be great no longer having to wake up in the early hours and taking a minibus for an hour to work. but it was great fun to experience the life of an industrial consultant - surely let me know how unexciting traveling can be, how difficult it can be to get information within a company, how it can be difficult to stay motivated when it feels like there is no direction - definitely a learning experience.

also, one thing which i learnt, was that, behind each major investment decision, the issue is not just money, it is also about people, their opinions and biases and even different approaches to manufacturing and the culture fit. in other words, what appeared to be a simple justification exercise, turned out to be a can of worms!

and manufacturing? no, i don't feel that is for me (strange you may think, with me doing manufacturing engineering). the environment was gray, gritty and noisy, the people, while all really kind and helpful, were at the same time, often cynical (maybe its just because everyone was british!), and just like in the books, the different departments were "silo-ed" ie: manufacturing, finance, capital expenditure etc... had seemingly little communication between each other.

on the other hand, it would be quite challenging to work in such an environment, especially when you are there to change things, but then how much change can you do? and would you not run the risk of becoming complacent halfway and lose that motivation in such an environment? the manufacturing industry is declining, no doubt about it, and the only firms that will make it through are those which have world-class standards of production. what about perkins? if it can keep up with improving its processes, it may one day be there. and what is needed is more than just implementing loads of six-sigma projects, but someone with vision and people to execute it, that's where I'm supposed to come in, but for now, let's say i'd rather take up that gap year instead.

wednesday

cut my hair at the rebranded Reed's shop, Hair for Men (HFM - note the logo's similarity to FHM). it's moving upscale, to catch up with the rest of the upscale shops in cambridge (still mourning the loss of woolsworth!). and as expected, the price has ramped up to, but to be fair, the shop does look much better and so is the service.

so, i finally got rid of my curly ends of my hair - according to the hairdresser, my hair was really dried out and therefore was very frizzy, due to the fact that perming (or "positioning" as the previous hairdresser in China called it). so, what exactly was different? the hairdresser was nicer and was more consultative (instead of just "what length? 1 to 4?"); it was also the first time i had my hair actually washed here; and she did also did a sales pitch about the hair products of REDKEN (i lamely admitted to her that i was using sunsilk conditioner and she was like -_- "no wonder your hair is so frizzy...")

so, when it comes to the bottom line i paid 60% more here than before (increased from £10). was it worth it? well, i guess. the overall experience was better, and i did get a fair bit of catching up in hair education! and by the way, i did buy a shampoo from them too (has soy protein and glucosamine in it - stuff of body builders). a tad bit expensive, so it better be much more effective than the average boots merchandise!

anyway, i think this little hairdressing shop will make an interesting consulting project. interesting that they should brand themselves as for men (premium market segment for men is expanding, as indicated by the hairdresser). ok cool! let's look at the 4 P's, and the Porter's 5 forces! or maybe not...